The research aims to analyze that to what extent the organization culture can help organizations merging, and how to manage or develop the organization culture. The objectives are as follows: To identify the organization culture could help organizations merging. To demonstrate that to what extent the organization culture can help organizations merging with data analysis.
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To analyze the strategy of manage or develop the organization culture based on the practise of two well-known European and American companies. To determine the future perspective of the organization culture in the development of the organization merging and management. Based on the above aim and objectives of this research, the author mainly researches the following questions.
How is the organization culture development status in European and American companies? What is the contribution and position of organization culture to the development of organizations? What is the impact of organization culture on the organizations merging? Whether the organization culture can help organizations merging? Why the organization culture can help organizations merging? What extent the organization culture can help organizations merging? How to manage or develop the organization culture for European and American companies?
The complex posed by the cultural characteristics of different forms, is a stable long-term cultural values Ã¢â‚¬â€¹Ã¢â‚¬â€¹and historical traditions and unique management style. It permeates daily life and production and operation activities, rooted in the psychology of the employees. The business combination is the breaking of the original corporate culture model, in absorbing the cultural advantages of both sides on the basis of the formation of a new corporate culture. This determines the two cultures (especially backward culture) to be severely affected, along with conservative and cooperation of the entire integration process, backward and advanced contest contradictions in the integration process, conflicts. Therefore, the business combination cultural conflict is inevitable; it is a concentrated expression of the corporate conflict. 1.3.1 The reason of conflict between the corporate cultures in the process of merger The corporate culture is a long-established corporate culture concepts and historical traditions and unique business spirit and style, including the guiding ideology specific to an enterprise development strategy, business philosophy, values, ethics, and customs. Its constituent elements can be summarized in five points: the business environment is the most important factor shaping corporate culture; corporate values Ã¢â‚¬â€¹Ã¢â‚¬â€¹forming the core of the corporate culture; corporate heroes are the values Ã¢â‚¬â€¹Ã¢â‚¬â€¹of the “personification, to follow the example of the specific model of staff; ceremony and ceremony it is a plan of the day-to-day routine, a dynamic culture corporate values Ã¢â‚¬â€¹Ã¢â‚¬â€¹can be a sound and development; the cultural network communication companies grassroots organizations passing awareness of values Ã¢â‚¬â€¹Ã¢â‚¬â€¹and heroes channels. corporate culture guide corporate members consciously make employment options in line with corporate valuesÃ¢â‚¬â€¹Ã¢â‚¬â€¹,
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